Chief Information Officer

Start Date: 2008-03-01End Date: 2010-10-01

Providing executive leadership as head of IT whilst spearheading architectural strategy for international expansion. Chairing the enterprise architecture forum, tasked with designing strategic products for a very complex market. Managing large scale projects on-time and within budget. Responsible for budgeting, designing, building, implementing and running of all technology.Directing operational support including database administration, development, desktop support, call center, architecture and security. Chief consultant to the CEO and the executive team. contributed to the definition of key strategic business objectives leveraging MODE's unique positioning in the market. - Managing vendor relationships while growing strategic partnerships- Aligning IT with all business strategies- Building competitiveness in the market through IT innovations- Promoting continuously change in the organisation to assure market leadership- Heading multiple research and development projects to ensure leading edge technology platforms - Managing enterprise information throughout the company- Executive lead for change control management - Managing risk and compliance for MODE

Mobile banking SME

Start Date: 2010-09-01End Date: 2011-02-01

Due to my years of banking and mobile baking experience, I was contracted as a consultant to Seamless in Stockholm, Sweden. My key focus during this time was to assist with their mobile banking solution and to align their ERS 360 banking platform to international best standards and practices. I lead the mobile solutions architecture team and provided all the necessary documentation and guidelines regarding banking applications and deployments. All functional and non-functional requirements was designed and documented as part of my contract.- Design and developed all processes required for mobile banking- Creating all standards for the new ERS360 banking application- Encryption architect for project- Developed the technology framework for Seamless- Aligning solution with all business strategies- Chief consultant to the CEO and the executive team- Security architect for entire solution- Integration architect

Technical Architect

Start Date: 2006-01-01End Date: 2008-03-01

Appointed to provide enterprise architectural leadership for seventeen countries across Africa, Middle East and Asia. Chief technology consultant to in-country CEO, CIO, COO and CTOs. Providing strategic enterprise solutions to meet the ever demanding challenges for a fast growing industry. - Lead architect on all projects for respective countries- Delivering architectural artifacts for all projects relating to Africa and Middle East- SME (Subject Matter Expert) on mobile banking for group- Acting as core security Architect for all security related projects - Auditing IT estates of all potential vendors- Acting as security analyst on a number of projects - Chief consultant to the CEO and the executive team. contributing to the definition of key strategic business objectives- Managing vendor relationships while growing strategic partnerships- Building competitiveness in the market through IT innovations- Promoting continuously change in the organisation to assure market leadership- Aligning IT with all business strategies- Managed tight schedules while having to be in 3 countries a week for 2 years.

Enterprise Security Architect

Start Date: 2004-01-01End Date: 2006-01-01

In joining the millions of companies that has adopted enterprise architecture frameworks, Standard Bank formed an Enterprise Architecture team to provide strategic leadership in a very complex market. There was one architect assign to each core disciplines. I was offered the position of Security architect for Standard Bank group. During this time I was tasked with the following functions: - Aligning security with business requirement and strategy - Provide structure, coherence and cohesiveness- Ensure that all security models and implementations can be traced back to the business strategy, specific business requirements and key principles. - Establish a common "language" for information security within the organization- Delivering security architectural artifacts for all projects - Represents security on the bank's architectural boardProvide abstraction so that complicating factors, such as geography and technology religion, can be removed and reinstated at different levels of detail only when required. During this time I posted the first entry for Enterprise Information Security Architecture on Wikipedia as there was no clear definition available at that time.http://en.wikipedia.org/wiki/Enterprise_information_security_architecture

HBUS North America Clarity Champion, Process Lead and Help Desk Support.

Start Date: 2010-03-01End Date: 2010-06-04

• Leveraged to HSBC North America to implement Clarity as a Project Management tool, creation/monitoring of Clarity Projects and creating/updating processes and procedures. • Worked with Senior Management and various departments regarding Clarity updates, user requirements and training. • Process Supplemental Form to update approved HBUS and HBIO Insurance projects as well as identify issues and proactively resolve the issue. (For example, Clarity investment requirements that do not match Project Type (RTB/CTB). • Created processes to continue with the processing of requests while actively tracking down the necessary paperwork. • Developed process for tracking new and existing projects for HBUS North America. • Compared the HBUS North America Bill with the current listing of approved projects. • Identified projects that were being billed to HBUS North America, however, the projects have not been approved. • Created a report and authorization process to approve or disapprove the projects by the proper RM (Relationship Manager). • Approved projects were updated in Clarity as well as the newly created Orderbook (HBUS North America Project Tracking Process). • Created audit processes to proactively identify unapproved projects HBUS receives on their monthly bill. • Proactively identified and resolved issues in compliance with SOX and OCC.

PMO Taxpayer Financial Services (Clarity Admin)

Start Date: 2007-06-01End Date: 2010-07-03

• Hands on lead for production, enhancement, and project support of Clarity as an Enterprise Project Portfolio Management (PPM) system. • Improved TFS Clarity Maturity Model Compliance from last in US to 100% according to current requirements. Areas of focus: timesheet, planning, risk (risk/issue relationship), allocations and baselining. • Manage ongoing enhancements and improvements to the PPM (Project Porfolio Management), Labor Tracking and other solutions. • Department Lead for training personnel on current and updated Policy and Procedures for Risk Based Project Management (RBPM), Quality in Process(QIP), Standard Document Management System (SDM) and Clarity (project management, time keeping and billing system). • Worked with PM to develop estimates based on previous projects with similar requirements and scope. • Developed Policy and Procedures to satisfy SOX audit deficits for TFS (Taxpayer Financial Services) utilizing Clarity, SDM and Access database. • Develop custom process work flows to support the Labor Tracking and Financial Management processes. • Created technical documentation involving scope, design, and technical specifications based on the business processes. • Composed end user training documents. • Created automated processes through an Access database to track project documents for approvals as well as follow-up on documents that are waiting approval and have passed the established guidelines for sign-off. • Monitored project budget versus current cost. Notify management of any projects Amber status indicating possibility of running over approved budget. • Created a process to automatically track the approved projects budget with current Resource Allocations to give management the availability of resources to new project requests.

Data Quality Admin

Start Date: 1998-11-01End Date: 2005-04-06

• Responsible for the department budget, expenses and accounting to Senior Vice President. • Responsible for Sales Personnel and Sales Support training in all aspects of company Policy and Procedures as well as Progress (logistics system before 2000) and Daylight 2000 (after implemented in 2000). • Analysis of duplication of processes between the Sales Support Department and various other departments resulting in the Sales Support Department eliminate and personnel reassigned to other departments. • Proactively identified account issues such as duplicate accounts, before the data issues impacted Billing, Credit, Delivery or Customers. • Created and maintained Policy and Procedures for data quality to ensure all departments are not impacted by “bad” data created by a single department resulting in the reduction of Data Errors from 25% to less than 1%. • Review data placed into a data warehouse for accuracy, according to SOP. • Recommend enhancements to record systems, as well as data acquisition processes to improve the accuracy of operation data. • Responsible for reviewing the referential and historical integrity of data warehouse information. • Relationship Manager between business users and technology department in developing and implementing new Daylight 2000 Logistics System. • Created process and implemented the cleanup of Rate Data for the Daylight 2000 Logistics System implementation. • Identify and resolved data related issues with the implementation of the Daylight 2000 Logistics System.

Agent

Start Date: 2005-10-01End Date: 2006-10-01

• Hot Sheet Analysis: New Listings that Fit Buyers' Requirements, watch new listings carefully and match them to your buyers' requirements, bring new appropriate listings to the attention of buyer clients as soon as they come on the market. • Monitor Status Changes o For example: Buyers have expressed some level of interest in certain homes, should those properties come off the market for some reason and need to let them know. (For example, expired or under contract listings) • Spend time each day in getting paperwork to the right places, explaining contract items to clients, coordinating inspections and reviewing documents. • Working with buyer prospects and clients: • Determining their needs, finding suitable properties and gathering information to help buyer clients to make decisions. • Verifying credit worthiness and fitting homes and mortgage based on Credit availability and Income. • Working with Buyers and Mortgage Agents on any credit issues that should be resolved before closing. • Working with Home Inspectors. • Indentifying issues for buyers that should be resolved or may cause significant financial resolution in the future.

Office Manger

Start Date: 2005-10-01End Date: 2006-06-09

• Ensuring that there is adequate supply of stationery and equipment. • Updating health safety policies and ensuring that they are being adhered to. • Created sales training material. • Created and provided training on basic software programs: Excel, Word and Access. • Updated and maintained all forms and policy and procedures according to State and Federal regulations. • Created new records and verifying all required paperwork was filed and maintained. • Created and maintained a record retention policy according to State and Federal Requirements. • Filed all optional documentation to ensure complete records for Sellers and Buyers. • Handled customer complaints and inquiries. • Created and update Sales Promotional Material • Attended Job Fairs for possible recruitment of new Real Estate Agents. • Provided paperwork and information for people looking to get into the Real Estate Industry including schools and licenses required. • Created Access Database for Sales Leads that tracks and proactively identifies issues through the Sales Process. • Maintained Real Estate Website by creating new listings, updating current listings as well as distributing leads generated to the website to the appropriate Sales Personnel.